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Uemployed Youg Adults W i l lDr ie Tomorrows Busi ess Succ ess

Eergized,Career-Drie

Youth

WAnTED:


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ItroductioAs a series o demographic ad ecoomic shits itesely coerge, creatig what MapowerGroupidetied the Huma Age, a rage o populatio groups are beig alieated rom workopportuities i the global ecoomy. Youg workers are most aected ad hae bee labeled a lostgeeratio o workers. (See http://mapowergroup.com/humaage/) Iroically, this same populatiois tomorrows workorce ad the key to sustaiig a competitie eterprise oer the log-term. Butcompaies worldwide must aggregate the right tools, midsets ad job traiig alliaces to esurethat youg ad promisig talet is eterprise-ready ad will succeed oer the log-term i aicreasigly complex ecoomy.

I the Huma Age, ecoomic success ad ailure is icreasigly beig determied by how compaies

ad idiiduals strategically acquire ad deelop ecoomically releat skills.


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The Youth Employmet Challege

Why They Cat Fid Jobs

High rates o youth uemploymet represet both widespread persoal misortue oridiiduals ad a lost opportuity or critical atioal ad global ecoomic deelopmet.

Uemploymet i youth has bee show to hae lielog eects o icome ad employmet

stability, because aected youg people start out with weaker early-career credetials, ad show lower codec

ad resiliece i dealig with labor market opportuities ad setbacks oer the course o their workig lies.

The recet ecoomic crisis has had a disproportioately log-term eect o youg people. Accordig to

the Iteratioal Labor Orgaizatios Global Employment Trends or Youth, 2011 Update, the global youth

uemploymet rate rose rom 11.8 to 12.7% betwee 2008 ad 2009, the largest oe-year icrease o record.

From 1998 ad 2008, youth uemploymet icreased by 0.2%, or by about 100,000 persos per year; but rom

2008 to 2009 it icreased by 5.3%, or 4.5 millio persos, i a sigle year. By the ed o 2010, a estimated

75.1 millio youg people were uemployed. (Un World Youth Report 2012)

At the same time, the labor orce participatio rate or youg people cotiues spiralig dowward: ater decliig

rom 53.8 to 50.1% betwee 1998 ad 2008, it ell to 48.8% by 2011. (ILO Global Employment Trends or

Youth 2011).

Challeges related to youth uemploymet itesiy i the deeloped world. I Spai, a majority o youth (51.4%

were uemployed late i 2011, ad the gure was early as high i Greece (46.6%). The youth uemploymet

rate i Portugal was 30.7%, ad i the UK 22%. (The Economist The Jobless Young: Let Behind2011).

The umber o youg people, who are haig diculty eterig the workorce ad establishig

themseles i sustaiable careers, is risig i early all coutries ad regios.

Today youth hae diculty i the labor market because o idetiablead remediabledecits. Theylack the skills, iormatio ad coectios that will place them i etry-leel, career-orieted jobs.

MapowerGroup oers a ramework ad ratioale or busiess iestmet ad actio, to help createioatie, eectie, ad sustaiable solutios or employig more youg workers.

Below, MapowerGroup ideties specic actios, iormed by our ow 64 years o experiece i theWorld o Work that employers ca take ow. O their ow iitiatie, ad i partership with schools,ocatioal istitutios, ad other egaged stakeholders, employers play a key role i helpig youg

people reach their ull huma potetial ad cotribute to eterprises ad societies.


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2 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h

I the deelopig world, high youth uemploymet miimizes the potetial or atioal ecoomic trasormatio ad security, as

high umbers o ecoomically rustrated youth may cotribute to social istability. Deelopig regios with markedly high youth

uemploymet rates iclude north Arica, the Middle East, Southeast Europe ad the Russia regio.

For more tha a decade, eidece has bee

accumulatig to show that uemployed

youth ollow a dieret more problematic

trajectory tha uemployed adults. The

youth challege persists i good ecoomic

times ad worses durig ecoomic

dowtursas youth participatio rates i

the global ecoomy are allig relatie to adult

participatio rates, ad youth uemploymet

rates are cosistetly 24 times higher tha

adult uemploymet rates.

I cotrast to the 12.6% global youth

uemploymet rate or 2010, the Uited

natios Ecoomic ad Social Coucil

(www.uesco.org) reports that the global

adult uemploymet rate was oly 4.8% that

year. While the adult rate has already beguto declie rom its 20082009 peak, youth

uemploymet has alle oly margially,

by 0.1%. The ILO estimates that youth

uemploymet represets early 40% o total

global uemploymet.

Cosequetially, may youg people ace

sigicat obstacles to obtaiig decet work

ad thriig i starter jobs. I a dowtur,

youg people are ote the rst to be laid o,

makig it still harder or them to cosistetly

adace their skills ad experiece.

Cosequetly may youg people ed up

acig exteded periods o uemploymet, or

sigicat uder-employmet i jobs that ail

to oer career opportuities.

May actors preet ad delay youth rom eterig the workorce, icludig:

A lack o inormation, networks and connections among youth, especially

youth rom amilies lacking signifcant social capital.May youg people lack

kowledge o what the world o work is actually like, ad hae ot careully

cosidered their ow career choices. They hae ot used school time ad

resources to prepare appropriately or realistic career paths. They lack iormal

etworks ad coectios that traditioally source job leads ad career-plaig

tips. Ad they do ot kow how to aigate the workorce to idetiy ad pursue

aailable jobs or to d ad use the most releat traiig resources.

A lack o skills relevant to the workplace.Ee youg people who hae pursued

a course o study with a specic career i mid ote d themseles with

geeral or theoretical kowledge that does ot prepare them or actual tasks

they will ecouter i a job. Schoolig that doest alig with employers eeds

ad expectatios is partly at ault. Youg people also lack specic opportuities

to creatiely improe how they cooperate, commuicate ad thikskills that

will eable them to ocus o the eeds o a eterprise.

A lack o experience and credentials that build employer confdence in potential

young hires.May employers are skeptical about youg peoples ability to

apply ee releat school-based skills to the practical challeges posed by

the workplace. They also questio whether youth social skills ad work ethics

will preet them rom beig productie. As a result, they are reluctat to iest

resources i traiig youg people whe more experieced adult workers are

aailable or hire.

A lack o available jobs suited to entry-level skills. I some labor markets,

especially i the deelopig world, the umber o youg people seekig work

ad the leel o local ecoomic actiity is disproportioate. Most aailable

work may be i iormal or uderdeeloped idustry sectors. There may be

a seere shortage o locally aailable jobs that are etry-leel but that lead to

meaigul careers.

Why Youth Fare Worse tha Adults


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Cosequeces o a Lost Geeratio

The most importat cosequeces o youth uemploymet exted beyod the impact o temporary

labor market fuctuatios. The experiece leaes a permaet imprit o both idiidual lie outcomes

ad o the deelopmet o a atios workorce.

Scholars say that youg people who hae diculty itegratig ito the world o work suer

lielog psychological scarrig that dimiishes their resiliecy ad ability to thrie i a dyamic ad

demadig workplace.

A 2007 study by the Prices Trust (www.prices-trust.org.uk), The Cost o Exclusion, cites eidece

o log-term impacts o youth uemploymet: eery 3 moths o uemploymet at age 22 is

associated with a additioal 1.3 moths o uemploymet betwee age 28 ad 33. Persos who

experiece 26 moths o uemploymet beore age 22 typically ear USD $1,400$1,650 less

tha their peers at age 26, ad $1,050$1,150 less at age 30. A similar study recetly cited i The

Economist suggested that me who experiece a year o uemploymet beore age 23 will ear

23% less tha their peers 10 years later, ad 16% less 20 years later.

Exteded uemploymet also cotributes to poerty ad its liestyle decitscogitie, health, utritio

ad psychological issues. Chroic uemploymet relates to crimial behaior. As youth age ad raise

amilies, their ow ailure to accumulate ecoomic ad social capital projects this icious cycle o childre.

High rates o youth uemploymet also represet a wasted resource or deelopig ecoomies.

A limited umber o employed youth restricts the iputs aailable or urgetly eeded growth ad

makes it harder or deelopig coutries to realize the beets o labor-itesie growth strategies.

Deelopig coutries pass through a uique demographic widow where the youth populatio is

maximized beore birth rates begi to all ito a more deeloped ecoomys patter. A coutrys

success or ailure i realizig the ecoomic potetial o youg people durig the low depedecy

ratio period ca make the dierece betwee sustaied ad alterig log-term deelopmet.

Uderemployed youth are a scal challege. The Prices Trust 2010 update to The Cost o Exclusion

estimates that youth uemploymet costs the UK ecoomy more tha $247 millio per week i

beets paymets ad lost productiity, ot icludig the costs o youth-associated crimeaother$37 millio per week. The study calculates that the lietime cost o educatioal uderachieemet or

todays 1724 year olds will be $35 billio.

Youg People as a Talet Resource

Todays ecoomics demad urget solutios to boost job creatio ad to improe youg peoples

access to those jobs. But the solutios deeloped must be sel-sustaiig. I this way they will add

Men who experience a year o unemployment beore age 23

will earn 23% less than their peers 10 years later, and 16% less

20 years later.


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to a growig bak o tools ad strategies that

ca help address both cyclical dowturs ad

log-term structural challeges, ad that ca

improe school-to-work trasitios ad esure

more youth are egaged i decet work.

I layig out the case or busiess iitiaties

to improe youth employmet outcomes, it is

importat to articulate a alue propositio to

employers that ca achor sustaied policy ad

sustaied iestmet.

Addressig Urget Talet Shortages

Today, relatiely high uemploymet coexists

with widespread recruitmet challeges aced

by employers, globally. With excess workers

i the aggregate, the distict labor markets or

specic skill sets are highly segmeted, ad

may employers are haig diculty dig

idiiduals with the right skill sets to implemet

their plaed outcomes ad goals.

For example, accordig to Busiess Europe

(Executie Committee, 2/16/2012, Creating

Opportunities or Youth), there were 24 millio

uemployed persos i the Europea Uio

i the rst quarter o 2011. But at the sametime, employers reported 2.2 millio acacies,

icludig more tha a millio i Germay ad

450,000 i the Uited Kigdom.

MapowerGroup udertakes periodic sureys

o busiesses across the globe, to idetiy

recruitmet treds ad challeges aced by

employers. (See Box 1, right) The results

cosistetly idicate that, ee durig seasos

o high uemploymet, sigicat umbers

o employers are haig diculty dig

employees with the skills that they eed.

Key skills shortages are distributed amog a

dierse ad sometimes surprisig rage o

occupatioal groups. Globally, i 2011, the

e hardest-to-ll positios were Techicias,

Sales Represetaties, Skilled Trades Workers,

Egieers, ad Laborers.

MAnPOWERGROUPS TALEnTSHORTAGE SURvEYI 2011, Mapower expaded its sixth aual Talet Shortage

Surey ot oly to gauge where employers are haig diculty

llig aailable positios, but also examie why orgaizatios areacig a lack o talet ad what they are doig to mitigate these

challeges. MapowerGroup sureyed early 40,000 employers

across 39 coutries ad territories durig the rst quarter o 2011.

The results reeal icreased diculty i dig the right talet

i the wake o global ecoomic recoery ad limited eort to

systematically ll the gaps. There were otable regioal ariaces.

MapowerGroup research reeals that across the globe,

oe i three employers (34%) was haig diculty dig

appropriately qualied stathe highest leel sice 2007. Ithe U.S., the proportio was 51%. I Japa, the proportio

was 80%, the highest i the world.

Employers i Idia, the U.S., Chia ad Germay report the

most dramatic surges i reported talet shortages compared

to the preious year. I Idia, the percetage o employers

idicatig diculty llig positios jumped by

51 percetage poits rom 2010 to 2011.

nearly oe i our employers say that eirometal/market

actors play a major role i the talet shortageemployers

simply aret dig ayoe aailable i their markets.

Aother 22% o employers say their applicats lack the

techical competecies or hard skills eeded or the job,

while cadidates lack o busiess kowledge or ormal

qualicatios is the mai reaso idetied by 15%

o employers.

I the rst quarter o 2011, the 10 hardest-to-llpositios globally were:

See: MapowerGroup Research Ceter (http://www.mapowergroup.com/

research/research.cm)

1 Techicias 6 Maagers/Executies2 Sales Represetaties 7 Accoutig ad Fiace Sta

3 Skilled Trades Workers 8 IT Sta

4 Egieers 9 Productio Operators

5 Laborers 10 Secretaries, Persoal &Admiistratie Assistats

Box 1


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| 5

Global demographic treds suggest that skills shortages will

cotiue to worse i the comig decade, becomig acute or

may specic idustries ad skill sets. The World Ecoomic

Forums 2011 Global Talent Risks Report idetied agig

workorces as a acute skills issue i both deeloped ad

deelopig coutries. As older, skilled workers retire, there are oteough youger, replacemet workers i the pipelie to sustai the

skills base eeded or emergig busiess opportuities.

These talet shortages represet a real ad emergig costrait o

the ability o busiesses to seize aailable ecoomic opportuities.

They represet a potetial log-term threat to the iability o may

eterprises. Ad yet, the respose by employers to this challege

is laggig: accordig to MapowerGroups 2011 Talet Shortage

Surey. Employers globally are cocered that curret cadidates

lack the employability skills eeded to ll skilled positios, yet oly

oe employer i e is usig traiig ad deelopmet to ll the

gap. Oly 6% o employers are workig with educatioal istitutios

o work-releat curricula that ca ll kowledge gaps.

More aggressie recruitmet, icludig icreasig the geographic

ad demographic diersity o recruitmet sources, is part o the

solutio, but competitie recruitmet o dimiishig talet resources

will oly raise prices or a limited pool o skilled workers. The

udametal problem is systemic, due to the rage o ew skills

cotiually beig demaded by the global ecoomy.

Busiesses ca o loger simply rely o the labor market, or

a biddig competitio, to esure access to required talet.

Employers must uderstad how mauacturig talet to their ow

requiremets is critical to sustaiig their log-term growth.

The bottom lie or youth employmet is that compaies proactie

talet maagemet strategies must iclude recruitig potetially

traiable workers, icludig youg people, ad iestig i

traiig these idiiduals i the specic skills eeded to

delier a busiess strategy.

I may cases the cost o this iestmet ca be better

leeraged i busiesses are able to work with cadidates whose

skills closely match their requiremets. MapowerGroup created

the cocept o a Teachable Fit Model (See Box 2 o page 6) as

a aalytical tool or ealuatig jobs ad idetiyig ad rakig

cadidates with skills related to, i ot precisely matchig, a

employers requiremets.

The World Economic

Forums 2011 Global

Talent Risks Report

identifed aging

workorces as an

acute skills issue in

both developed and

developing countries.

As older, skilled workers

retire, there are not

enough younger,

replacement workers in

the pipeline to sustainthe skills base needed

or emerging business

opportunities.


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MAnPOWERGROUPSTEACHABLE FIT MODELUemploymet is persistetly high, yet orgaizatios

worldwide report diculty llig key positios. So the

immediate problem or employers is ot the umber o

potetial cadidates, but a talet mismatch: there are

ot eough sucietly skilled people aailable i the right

places at the right times. As employers seek icreasigly

specic skills ad combiatios o skills, the right perso

or a particular job is becomig much harder to d.

Employers must recalibrate their midsets to cosider

cadidates who may ot meet all job specicatios, but

whose capabilities ca be lled i a timely ad cost-

eectie way. Traiig is ital. A commitmet to reskilligad up-skillig curret ad potetial employees will eable

orgaizatios to expad the aailable pools o talet,

esure that their workorces cotiue to be appropriately

skilled, ad keep employees egaged i their work.

MapowerGroup beliees that the key to success with

this ew midset is the ability to idetiy cadidates with

a teachable t or aailable positios. MapowerGroups

teachable t aalysis ocuses o our questios:

What capabilities are essetial to perormig the job?

Which skills ad competecies are teachable

i a eciet way?

Is there adequate time ad moey to deelop these

capabilities i the cadidate?

Ad do cadidates hae the capacity (both motiatio

ad capability) to deelop them?

Smart orgaizatios are already adoptig this approach,

but typically i a limited ad o-systematic way. As

ecoomies recoer ad more Baby Boomers retire, the

challeges o buildig a sustaiable talet pipelie are

oly goig to icrease.

See: MapowerGroup Research Ceter (http://www.mapowergroup.

com/research/research.cm), Teachable Fit: A New Approach to

Easing the Talent Mismatch, May 2010

Realizig the Potetial o Youg Workers

For busiesses that take a strategic approach

to buildig ad accessig youg talet, the

potetial rewards are substatial: youger

workers represet a asset to rms i

their capacities as cosumers, ifuecers,

ioators, ad tech-say employees.

Cosumers

Milleials, bor betwee 1978 ad

2000, greatly ifuece each other while

shoppig, as their opiios ad decisios

are publicized through social etworks

ad real-time messagig techology.

Opiios are shared ad collectiely

discussedbroadeig the saleability orupopularity o a particular brad, product

or serice. As employees, youg adults

proide busiesses with direct isight ito

the tastes ad preereces o their peers

ad i tur promote their employers

products ad serices.

Ifuecers

As compaies seek to more proactiely

maage their reputatios olie ad with

social media, they make themseles a

attractie ad challegig workplace or

youg people. Social ad commuicatio

etworks aect the reputatio o

compaies as milleials reportig o

their experieces with a compay are

easily spread that way. The past year has

see dramatic examples i how youth

issues ad opiios spread irally, to rally

a moemet agaist a idiidual

or istitutio.

Ioators

I the rapidly eolig global marketplace,

the ability to ioate cotiuously is a key

drier o busiess success. Fast Compay

recetly reported o the worlds 50 most

ioatie compaies. Their top three


Box 2


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THE POTEnTIAL OF YOUTHYoug people brig eergy, talet ad creatiity to

ecoomies that o oe ca aord to squader. Aroud

the world, youg wome ad me are makig importatcotributios as productie workers, etrepreeurs,

cosumersas members o ciil society ad agets o

chage. What our youg people do today will create the

oudatios or what our ecoomies will do tomorrow.

Youth Employment: A Global Goal, a National

Challenge, ILO, 2011

ioators were Apple, Facebook, ad

Google. These compaies also reported

excellet acial perormace. All three

employ youthul workorces: the aerage

age o Apple employees is 33; at Facebook

the aerage age is 26, ad at Google it

is 31.

Techology-Say Employees

new media literacy ad irtual collaboratio

are eeded i the uture workorce.

Milleials were the rst geeratio

raised with complete immersio i ew

techology. Olie ideo techology, blogs,

podcasts, ad collaboratie sotware areproductiity ehacers i used eectiely.

Creatig Busiess-Drie Solutios to the YouthEmploymet ChallegeEach geeratio has a positie resposibility to take armatie steps to prepare the ext geeratio or successul

ecoomic participatio. Employers resposes to risig youth employmet should alig with their log-term growth

ad ioatio strategies, ad i securig their access to talet or uture ecoomic eeds. Their log-term success

is cotiget o creatig ad securig uture talet resources. The oly way to build this pipelie is to parter with

goermet, educators, ciil society, ad youg people themseles.

The recommedatios outlied below ca be implemeted ow, by busiesses o their ow iitiatie to help realize

the potetial represeted by youg people. Adoptig these recommedatios will also help improe youg peoples

ability to d work ad establish digied careers.

Iestmets to Improe Iormatio Resources or Youth

May youg people stumble i their iitial career steps due to poor iormatio about the world o work, leadig to poor

choices about educatio ad careers. High quality career guidace helps youth make better-iormed decisios about

their uture, related to selectig academic/ocatioal programs, completig high school, ad educatio ad work.

Howeer, most career guidace programs suer rom poor udig, uder-qualied istructors, ad lack o access

to timely ad releat labor market iormatio. Guidace eeds to begi earlier, i the lower-secodary leel

(ages 1315).

Employers ca parter with schools to improe the quality ad deliery o career serices or youg people as they

are makig importat decisios about their uture.


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Participate i Career Guidace Programs or Youth Still i School.

Oe o the simplest ad most direct thigs that employers ca do is parter with schools ad ocatioalistitutios to icrease youg peoples exposure to the World o Work. They ca oluteer as classroom isitors

ad delier courses such as those deeloped by Juior Achieemet (www.ja.org). (See Box 3, below.) They ca

proide speakers ad participats or related actiities such as career days ad job shadowig. For may youth,

busiess leaders ca sere as role models ad as a ispiratio to set more ambitious goals or themseles.

Without waitig or the implemetatio o more ambitious curricula reorm agedas, employers ca use their

ifuece to ecourage schools to adopt courses that help youg people aigate the job-search process ad

build key employability skills releat to the workplace. They ca adise o the importace o these programs i

cotributig to the success o etry-leel workers, cosult o the selectio o o-the-shel curricula, ad assist i

desigig ew curriculum cotet.

SOLUTIOn OnE


JUnIOR ACHIEvEMEnT AnD MAnPOWERGROUPJuior Achieemet is the worlds largest orgaizatio dedicated to educatig studets about workorce readiess,

etrepreeurship ad acial literacy through experietial, hads-o programs.

Juior Achieemet programs are deliered by oluteers who iclude busiess leaders i their local commuities.

I the Uited States, Juior Achieemet programs reach more tha 4 millio studets per year i more tha

176,000 classrooms, thaks to 178,000 oluteers.

MapowerGroup is a logstadig parter with Juior Achieemet i promotig etrepreeurship, work readiess,

ad acial literacy skills amog youg people. Joas Prisig, MapowerGroups Presidet o the Americas, is

chairma o the Juior Achieemet USA board o directors.

Durig the 2010-2011 school year, 227 MapowerGroup classroom oluteers preseted Juior Achieemet

programs to 7,000 studets i the Uited States. Oer the past three years Juior Achieemets work-readiess

Success Skills curriculum has bee gie to more tha 45,000 studets i 20 coutries.

For more inormation, see: www.ja.org

One o the simplest and most direct things that employers can do

is partner with schools and vocational institutions to increase young

peoples exposure to the world o work.

Box 3


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Support Iormatio Projects That Proide

Career ad Labor Market Iormatio or

Youg Job Seekers.

Iteret, mobile deices, ad social etworkig

techology proides youg people with

more trasparet access to labor market

iormatio while it maximizes the recruitmet

reach o employers. Accordig to the 2011

Source o Hire Report by CareerXroads (www.

careerxroads.com), Iteret job boards are

the source o about 25% o ew hires amog

sureyed busiesses (pricipally U.S.-based

large ad multiatioal corporatios). Most

job board hires result rom resposes to

posted opeigs rather tha resume searches.

Accordig to a separate CareerXroads report,

a leadig goal o hirig maagers sureyed is

to migrate Iteret-based recruitmet rom job

boards to social etworkig or more structured

pools o potetial applicats.

Employers hae a opportuity to reach

beyod the job-board model while still workig

proactiely with emergig job iormatio

serices ad platorms popular with youth,

such as mobile phoes/textig ad smart

phoe-based applicatios, i order to coect

with youg people more ecietly. Employers

ca also cooperate with special programs ad

iitiaties that are desiged to gie youth a

deeper uderstadig o oerall career treds

ad opportuities. (See Box #4, right, to lear

about a sophisticated iormatio project ithe Arab world). By usig these chaels

ad trasparetly speciyig the qualicatios

required or their positios, employers ca

help youth lear about job optios i the local

ecoomy, the aeues or pursuig those jobs,

ad the skills ad experiece ecessary or

obtaiig them.

SOLUTIOn TWO

InJAZ AL-ARABSARAB YOUTHPORTALInJAZ al-Arab (www.ijazalarab.org)

is the Arab-world aliate o Juior

Achieemet. Its goal is to help ispire

a culture o etrepreeurialism ad

busiess ioatio amog Arab youth.

MapowerGroup is curretly

collaboratig with InJAZ to help

build a Arab Youth Portal (AYP), a

uture olie platorm or the deliery

o e-learig ad job matchig to

promote youth employability ad

etrepreeurship. The AYP will also

sere as a powerul social etwork to

coect youth with each other, with

metors, ad with potetial sources

o capital, i order to combat youth

exclusio i the Arab World.

InJAZ operates i 14 coutries i theArab World, reachig 200,000 Arab

youth aually. Thousads o priate

sector oluteers, icludig hudreds

o CEOs rom leadig Arab compaies,

hae worked with uiersity ad high-

school studets to help them deelop

21st cetury skill sets.

Box 4

www.injazalarab.org

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1 0 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h

Promote a More Positie Image or vocatioal Educatio.

A major ad specialized ew messagig iitiatie, with the credibility o

employers behid it, is eeded i the area o ocatioal educatio.

MapowerGroups Talet Shortage Sureys cosistetly iclude techicias

ad skilled trades positios amog the most acute skills shortages aroud

the globe. Yet i coutries as dierse as Idia, Mexico, ad the Uited States,

ocatioal educatio programs sere oly a small miority o secodary

studets ad are ote perceied as a ierior ad low-status alteratie to

a academic educatio.

Youg people, especially those disechated with a academic educatio

ad i dager o droppig out o school, eed to uderstad the high

demad that exists, ad the competitie salaries aailable, or skilled ad

well-prepared ocatioal ad techical persoel. Youg people ca be

ispired by a isio o ocatioal career paths that iclude etrepreeurship

ad small busiess ormatio based o techical ad trades expertise, as

well as the possibilities or academic re-etry i techical, egieerig, ad

other Sciece, Techology, Egieerig ad Math (STEM) programs at a later

career stage.

Employers hae a importat role to play i improig the prole o ocatioal

educatio or youg people. They ca cultiate as speakers ad school

isitors those employees whose careers illustrate the positie possibilities oocatioal ad techical work. They should adopt HR policies that proactiely

adace ad promote ocatioal ad trades positios. Suggested policies

iclude: buildig ocatioal ad techical workers ito leaders through

metorig; promotig cotiuig educatio with certied credetials; usig

ormer eectie employees as cosultig metors.

There are ery large diereces betwee coutries i the percetage

o secodary studets who are o a ocatioal track. I Australia ad

Germay, ocatioal studets make up the majority o secodary studets;

ot coicidetally, these coutries hae extesie curriculum oerigs well

aliged with the eeds o the busiess commuity, ad are ery successul i

moig youg people rom school to work.

By ecouragig more studets to eter ocatioal educatio i coutries

where it is ot a widespread choice, employers ca expad career

opportuities or a more dierse rage o youg people, help address their

ow skills shortages, ad stimulate greater attetio ad improemet to the

ocatioal educatio system.

Iestmets to ImproeYouth Access to Work-Releat Skills Traiig

The proisio o skills has bee the

resposibility o educatioal ad

ocatioal traiig istitutios ad

is too ote detached rom practical

applicatios i the workplace. While

employers hae a role to play as

curriculum adisers ad adocates

or better work preparatio i

schools, aligig skills traiig

iitiaties with real work opportuities

is expedited through the creatio

o demad-drie, traiig-to-

employmet programs.

Parter with Demad-Drie,Traiig-to-EmploymetPrograms

Traiig-to-employmet programs

ocus traiig arrowly ad

itesiely o the requiremets

o specic, aailable jobs, ad

iclude a post-traiig placemet

compoet based o prior hirig

commitmets rom employers.

These programs ca help employers

rapidly address skills shortages ad

ecietly expad access to work

opportuities or idiiduals uable

to obtai these jobs o their ow.

Traiig-to-employmet programs

ca be orgaized ad maaged

by workorce itermediaries like

MapowerGroup, by goermets

or nGOs, or by employers

themseles. The model is ot limited

to disadataged or otraditioal

workers, but has bee eectie i

reskillig experieced workers who

may eed help i moig to related

elds i respose to chages

i a idustry.

SOLUTIOn THREE


13/24

MAnPOWERGROUPSTECHREACH PROGRAMOer the past decade, MapowerGroup has udertake a

iitiatie across north America to create ad successully

implemet best-practice examples o demad-drie traiig-to-employmet iitiaties. Oe program, TechReach, has bee

replicated i more tha 50 north America metropolita areas.

A typical TechReach project ideties a idustry sector

with a real skills shortage, a group o aailable, potetial job

cadidates, ad a eectie traiig ad support program that

will help these cadidates make the trasitio to rewardig

careers with a uture. MapowerGroup acts as the project

maager, workig with employers to idetiy ad aalyze job

opportuities, with recruitmet sources to idetiy ad assesscadidates, ad with additioal parters, as eeded, to

create ad delier appropriate traiig ad proide couselig

support or participats.

Graduates are placed ito etry-leel positios with local

employers ad proided with post-placemet support,

coachig ad couselig to help them succeed, ad to esure

retetio o the job.

TechReach combies all the ecessary elemets to

assist those idiiduals most i eed o dig rewardig

employmet, icludig coachig, couselig, ad metorig

to help ew workers uderstad ad adjust to the

requiremets o the workplace.

TechReach bega as a ocused program to help employers

address the IT skill shortages o the 1990s. Oer time

MapowerGroup expaded the program to other sectors

where employers were haig diculty meetig specic

recruitmet goals. The program has impacted more tha

25,000 people ad placed more tha 16,000 o them isustaiable jobs.

A early study o TechReach by the Ceter or Corporate

Citizeship at Bosto College discusses the ioatie desig

o the program, ad some o the hads-o aspects o buildig

parterships ad improig cadidates employability.

http://www.caseplace.org/d.asp?d=567

MapowerGroup has extesie

experiece i creatig ad parterig

with successul traiig-to-employmet

programs. (See Box 5 right, o our

TechReach iitiatie.) Seeral key

actors determie the success othese programs:

They must be demad-drie, i.e.

orieted to llig specic eeds ad

actual acacies or local employers,

ad must prepare idiiduals or

those specic, aailable jobs.

They must be based o a rm

employer commitmet to articulate

its skills requiremets to traiers adto work with program graduates.

Post-employmet couselig ad

metorig are importat to help

ew workorce etrats retai

jobs acquired through traiig-to-

employmet programs.

Programs beet rom repeated

egagemet with experieced

employer parters who ca

participate i program desig ad the

specicatio o skills requiremets,

ad who hae acquired codece i

this recruitmet chael.

The demad-drie, traiig-to-

employmet model is also releat

globally ad has succeeded i may

deelopig coutries.

I the Middle East ad north Arica,

regios whose youth uemploymetrates are amog the highest i the world,

MapowerGroup is workig closely

with the Educatio or Employmet

Foudatio (www.eeoudatio.org ), a

regioal nGO with a proe ad eectie

traiig-to-employmet model or youth.

(See Box 6 o page 12.)

Box 5

| 1 1


14/24

Box 6


THE EDUCATIOn FOR EMPLOYMEnT FOUnDATIOnThe Educatio or Employmet Foudatio (EFE) is a highly respected nGO that deelops tai lored

traiig programs or uemployed youth i the Middle East ad north Arica, directly liked to local

job opportuities. It operates i Morocco, Tuisia, Egypt, West Bak/Gaza, Jorda, ad Yeme ad is

explorig expasio ito other coutries i the regio.

EFE works with its employer-parters to secure job commitmets ahead o traiig. They ocus o sectors

o the ecoomy that oer solid growth potetial but lack appropriately qualied persoel. EFE works

alogside employer-parters to recruit uemployed youth ad trai them i the specic skills they eed to

succeed i that job.

EFE recruits studets through local nGOs, proessioal ad commuity orgaizatios, adertisemets ad

postigs at uiersity campuses. EFE starts with state-o-the-art curricula ad the tailors their programs

to local eeds. Courses are highly iteractie to ecourage learig by doig, ad most ru or oe to three

moths. Program graduates are placed directly ito jobs or which they were traied.

EFEs traiig programs iclude:

Accounting Banking

ConstructionProjectManagement LandSurveying

Sales TextileMerchandising

Teaching WorkplaceSuccessProfessionalSkills

Etrepreeurship Traiig

MapowerGroup is workig with EFE to build its orgaizatioal capacity ad scale its operatios.

MapowerGroup has supported EFEs iitiaties by proidig additioal assessmet ad traiig resources,

IT irastructure or project maagemet, ad support or seior sta deelopmet. We hae proided

media ad brad-buildig serices ad helped seior sta etwork i global orums, i order to expad

EFEs access to doors, uders, ad potetial employer-parters.

EFE is curretly scalig up to sere tes o thousads o youg people i Morocco ad Tuisia uder

grats rom the MasterCard Foudatio, the World Bak, the U.S. State Departmet, ad other global ad

regioal doors.

For more inormation, visit: www.eeoundation.org

ManpowerGroup is working with EFE to build its organizational capacity

and scale its operations. ManpowerGroup has supported EFEs initiatives

by providing additional assessment and training resources, IT inrastructure

or project management, and support or senior sta development.


15/24

MapowerGroup has made a sigicat

iestmet i traiig tools that we

use with our associates ad withi our

traiig-to-employmet programs. These

iclude more tha 6,000 olie courses

i our Traiig ad Deelopmet Ceter

(See Box 7, right) ad a ariety o

work-readiess curricula such as

our Fidig a Job is a Job course

(See Box 8, right).

Demad-drie, traiig-to-employmet is

a proe ad eectie model or assistig

workorce etry ad helpig youg people

acquire releat credetials. Employers

ca help expad opportuities or youth,ad icrease their ow access to qualied

recruits, by idetiyig ad participatig

i traiig-to-employmet iitiaties

udertake by goermets, educators,

ad nGOs. By doig so they ca:

Build capacity or orgaizatios

maagig traiig-to-employmet

programs, by sharig executie

experiece ad adice

Cotribute to their ow traiig ad

other resources, ad improe the

aligmet o traiig with their ow

specic job requiremets

Proide clear, skills-based

specicatios o the requiremets

o their aailable positios, ad

iormatio o the umber ad timig

o aailable opeigs

Commit to hirig program graduates,

either directly, uder a temp-to-hire

arragemet, or as iters

Make traiig-to-hire parterships

a ormal ad ogoig part o their

recruitmet strategy

MAnPOWERGROUPS TRAInInGAnD DEvELOPMEnT CEnTERAs the skills required to succeed i the world o work chage aster

tha eer beore, people eed quick ad easy access to traiig

whe ad where they eed it.

MapowerGroups Traiig ad Deelopmet Ceter (TDC) proides:

Access to more tha 6,000 olie courses coerig computer,

busiess, leadership, ad techical skills demaded by employers

A coeiet way or ayoe to update ad icrease their skills

olie24/7.

Free traiig ad deelopmet or all MapowerGroup associates,

cosultats, ad employees.

May courses are aliged with recogized idustry certicatioexamiatios ad are eligible or college or cotiuig proessioal

educatio credit.

The eciecy ad work-releace o TDC courses makes it easier to

alig traiig with a employers specic, emergig task requiremets.

TDC courses ca be used i traiig-to-employmet, metorig, ad

other youth deelopmet programs to rapidly up-skill cadidates ad

build bridges to specic employmet opportuities.

MapowerGroup has proided TDC traiig to more tha 11 millio

people worldwide.

See: www.manpowertdc.com

MAnPOWERGROUPS FInDInG AJOB IS A JOB CURRICULUMMapowerGroup has created a workshop called Fidig a Job is

a Job, which teaches youg people how to assess their ow skills

ad iterests, use a ariety o resources to idetiy potetial job

opportuities, ad pursue a job search rom eectie etworkig to a

successul iteriew.

MapowerGroup proides the curriculum ad trais local istructors

to delier workshops i a ariety o youth employability projects across

the globe.

Box 7

Box 8

| 1 3


16/24


To succeed i the workplace, youg people eed

to acquire ot oly skills, but the experiece that

demostrates to employers that they are capable o

applyig those skills to practical busiess tasks.

Create ad Egage With Programs that Build

Youg Peoples Work Experiece

Prior work experiece is positiely associated with a

idiiduals ability to obtai permaet work at a later

date. Oe study oud a 1013% improemet i log-

term employmet outcomes ater 2 years or idiiduals

who accepted short-term jobs as a steppig stoe out o

uemploymet. Aother study oud that temporary work

was a especially eectie tool i improig labor market

outcomes or log-term uemployed persos ad others

see by employers as bad risks.

Such work is a superior alteratie, to acceptig

a exteded period o uemploymet. A series o

iterships, project work, temporary work, etc., ca be

structured i a low-risk, low-stakes way, giig youg

people easy access to these opportuities without

requirig log-term commitmets rom employers orcreatig dead-ed jobs.

A 2012 report by Cade Co. to the Europea

Commissio highlights a potetial role o priate

employmet serices i dig iitial work experieces

or youg people with limited skills ad experiece.

These serices ca broker a series o short-term work

experieces that icrease youg peoples chace o

dig a ull-time job.

These short-term experieces also t well ito summeror semester-log iterals i a youg persos ogoig

educatio, so that work experiece ca be combied with

or alterate with educatio, ad ca ifuece study ad

traiig choices.

MapowerGroup has oud that helpig youg people

build a portolio o progressiely challegig work

experieces is a highly eectie way o buildig their skills

ad employability oer time. Our Summer Youth Programs

(see Box 9, o page 15) help disadataged youth get o

to a good start i the workplace, while a similar strategy

o exposure to work has proe eectie i workorce re-

itegratio o people who are chroically uemployed (see

Box 10, o page 15).

A study by the stag idustry trade associatio

(CIETT) ad the Bosto Cosultig Group, ocusig o

Europea labor markets, idetied clear impacts rom

temporary work experieces o idiiduals log-term

re-employmet prospects. Beore egagig i agecy

work, 34% o applicats i Swede had prior ull-time

work experiece; ater completio o agecy work 85%

obtaied ull-time jobs. I Switzerlad, the pre- ad post-

agecy work employmet umbers were 47% ad 71%

respectiely. Ad i Frace, the experiece o agecy

work raised participatio i ull-time work rom 11%

to 66%.

The implicat io or employers is that ee i they are

ot prepared to hire additioal ull-time persoel, theyca substatially cotribute to the employability o

youg people by pro-actiely participatig i iitiaties

that proide them with short-term employmet

experieces ad credetials. These may iclude

summer or term-time iterships, ad the ideticatio

o appropriate project work or seasoal work or short-

term employmet.

Iestmets to Improe Youth Access to Work Experiece

ManpowerGroup has ound that

helping young people build a

portolio o progressively challengingwork experiences is a highly eective

way o building their skills and

employability over time.


17/24

| 1 5

MAnPOWERGROUP SUMMER JOBS PROGRAMFor early a decade, the Departmet o City Deelopmet i Milwaukee, WI has egaged

MapowerGroup to iteriew ad select cadidates or iterships with city goermet departmets.

Our Milwaukee program proides cadidates with coachig durig their itership, ad istructio

o topics such as acial literacy, eectie resume writig, ad dig ad obtaiig their rst

ull-time job.

The itership itsel seres as a importat credetial or the cadidates subsequet job search.

Itership graduates are prepared to successully eter the World o Work with, amog other

assets, a letter o recommedatio, a well-writte resume, marketable job skills ad

proessioal reereces.

The itership program seres more tha 170 disadataged youth i Milwaukee each summer.

MapowerGroups summer jobs program i Milwaukee is typical o may such programs

udertake by idiidual MapowerGroup regios across north America ad the globe.

MAnPOWERGROUP PLACEMEnT PROGRAMFOR FREnCH GOvERnMEnT EMPLOYMEnTSERvICESMapowerGroups assistace to the Frech goermets uemploymet program ocuses o

hard-to-sere cadidates icludig log-term uemployed persos ad discoected youth.

May o these idiiduals lack the skills ad basic codece eeded to preset themseles to

a employer.

This placemet program eisios the path to durable employmet as a series o progressie

steps. The rst, essetial step i the program is to secure a rapid retur to some-ay-kid o

work. This may iclude a ery basic, short-term temporary assigmet. This is a key step i

improig cadidates codece ad motiatio ad, i the begiig, to establish a portolio o

releat work experiece or them.

But this rst step is ollowed by ogoig support as the idiidual makes a deitie trasitio tocareer-orieted work. This placemet program coects log-term uemployed persos with a

persoal Mapower Employmet Adisor. The Employmet Adisor works with the cadidate

through seeral short-term jobs ad trasitios. They proide the cadidate with access to labor

market iormatio ad help them research job optios ad costruct a realistic career pla.

The program seres about 5,000 persos per year, ad more tha 65% are successully placed i

log-term employmet.

Box 9

Box 10


18/24


Uder the best circumstaces, it is possible to itegrate both skills-buildig

ad experiece-buildig compoets simultaeously ito employmet

programs or youg people. The classic examples are dual-track

appreticeship systems that diide a studets week betwee classroom

learig ad time i the workplace. These programs ted to deped o

goermet policy ad a well-deeloped school-to-work system, but their

powerul lessos ca also be applied to the desig o o-the-job traiig ad

metorig programs or youg ew hires.

Egage With Dual Traiig ad Work-Experiece Programs

Fie coutries i Europe hae youth uemploymet rates markedly below

Europea ad global aerages. While most Europea coutries hae youth

uemploymet rates i the 2030% rage, Austrias rate i the 3rd quarter o2011 was 7.3%; Germays was 8.6%; the netherlads 7.6%; norway 8.8%;

ad Switzerlad 7.2%. (Busiess Europe, 2012) These coutries seem to

hae essetially escaped the global patter o high youth uemploymet. It is

worth idetiyig what they do ad whether it ca be emulated.

These coutries share a strog ocatioal educatio system that seres a

majority o secodary studets (ad thereore aoids the stigma o ocatioal

trackig i may coutries) ad that combies classroom-based traiig with

workplace-based appreticeships oer a period o seeral years.

Dual-track systems iole close coordiatio betwee employers ad

schools ad a ocus o releat skills, sice classroom traiig durig part

o each week is directly related to studets workplace appreticeships

durig the rest o the week. Studets hae access to a wide rage o

programs refectig the actual eeds ad opportuities i the ecoomy.

Their appreticeships gie them direct exposure to the requiremets o the

workplace ad a certicatio that is respected by employers.

At the coclusio o the program, ee i participats are ot directly hired

to ull-time status rom their appreticeship, they brig idustry experiece

ad a alued credetial to their job search. Ad i the loger term,

completio o a ocatioal secodary educatio track does ot aect their

eligibility or admissio to a uiersity.

Accordig to a ILO study youg people who go through combied

classroom ad workplace traiig are 30% more likely to get a job tha those

who hae oly a classroom educatio; those who take part i programs that

combie i-classroom ad workplace

traiig ad other serices are 53%

more likely to d work tha those with

classroom-based traiig aloe.

Although these programs represet

the gold stadard or helpig youg

people trasitio ito careers, it may

be urealistic or employers i other

coutries to replicate the Germa/

Austria/Swiss appreticeship system

atiowide, ad ot all careers are

suitable or a ormal appreticeshipmodel. Howeer, the sigicat

success o that model i reducig youth

uemploymet ad acilitatig workorce

etry should ispire employers to create

ad egage with similar dual-traiig

iitiaties whereer easible.

Commit to Hirig, Traiig, ad

Metorig Youth

Compaies that iest i traiig admetorig youg people o the job will

make better use o cadidates that are

realistically aailable ad will beet

rom a base o loyal employees with

career ad promotio potetial. O-the-

job traiig ad metorig ca also be

oe elemet i a more comprehesie

strategy or better respodig to

emergig talet shortages ad dig

ioatie ways to source, deelop,

ad maage the talet ecessary or

sustaiig log-term busiess objecties.

Compaies eed to lea orward,

take a calculated risk, ad ope their

doors to iexperieced youg job

cadidates. They eed to iest time

Iestmets to Improe Both Skills Deelopmet ad Work Experiece or Youth


19/24

THE WORLD ECOnOMIC FORUMSTEn YOUTH PROGRAMThe TEn Youth Program emerged rom a collaboratio betwee the

WEF Global Ageda Coucils o Emergig Multiatioals ad o Youth

Uemploymet. The cocept is ituitie but powerul: i each o the majorcities where they hae operatios, leadig ad emergig multiatioal

compaies commit to hire, trai, ad metor 10 uemployed youg people.

Eligible TEn Youth cadidates are rst-time job seekers, high school or

college graduates betwee the ages o 1824, who are reliable, hard-

workig, adaptie, ad hae demostrated ability as a sel-starter.

Cadidates hae a iterest i deelopig a specic ad marketable

proessioal busiess competece. Compaies commit to hirig

these youg people as ull-time employees i career-track positios,

proidig them with 3- to 6-moths o traiig ad at least 2 years o

ormal metorig.

These youg people are to be employed i specic uctioal areas o the

compay where they ca acquire aluable corporate-world skills ad build

log-term careers. The goal is or these youg people to cotiue their

careers i the compaies that hae metored them. The program has set a

target o a 80+% retetio rate. Ee i they leae or aother rm, they will

leae with a marketable busiess competece that ehaces their career

prospects elsewhere.

The TEn Youth iitiatie is a opportuity or multiatioal corporatios to

leerage their ast capabilities ad resources to meet the global challege

o youth uemploymet. The program will help participatig eterprises

acquire loyal ad productie youg employees at a air wage, deelop

a o-traditioal approach to recruitmet, ad improe their capacity to

systematically metor ad trai talet.

It will expad opportuities ad acilitate career deelopmet or youth.

Ad i emergig ad established multiatioals ca lea orward

o this challege, their supply chai ad chael parters

might well be ispired to ollow.

With this program, MapowerGroup acts as a trusted adisor, helps with

outreach to ew compaies, explaiig the program, the commitmets

ioled, ad the expected beets or all participats.

For more inormation, or to join the TEN Youth pilot initiative, please contact

Global Agenda Council managers Lyuba Nazaruk at lyuba.nazaruk@

weorum.org or Tanya Milberg at [email protected].

Box 11

| 1 7

Five countries in

Europe have youth

unemployment rates

markedly below

European and global

averages. While

most European

countries have youth

unemployment

rates in the 2030%

range, Austrias

rate in the 3rd

quarter o 2011 was7.3%; Germanys

was 8.6%; the

Netherlands 7.6%;

Norway 8.8%; and

Switzerland 7.2%.

Business Europe, 2012


20/24


ad eort to deelop ad trai these youg people, ad to make the log-term commitmet to deelop

both geeral workplace competecies ad specic eterprise skills. They eed to egage their best

employees as metors to youg talet.

Most metorig research has ocused o career outcomes or the metee ad has oud a positie

relatioship betwee the presece o a metor ad career outcomes. Metored idiiduals receie more

promotios ad ear higher salaries tha their o-metored couterparts. I additio to these istrumetal

outcomes, metees report more job ad career satisactio, career commitmet, ad greater expectatios or

adacemet tha those without metors.

A key beet o metorig is retetio, which is key as turoer costs ca be sigicatly high. Thats

oe reaso why orgaizatios iclude metorig programs as part o their busiess objecties.

Whe metorig programs are coupled with good traiig programs that deelop eterprise-leel skills

ad work experiece, youg people hae the strogest possible platorm or lauchig successul careers.

(See Box 11) MapowerGroup, through its egagemet i the WEF, is proidig adice ad implemetatio

support to the program, ad reachig out to potetial corporate participats.

Iestmets to Address a Shortage o Career-Orieted, Etry-Leel Jobs.

I certai labor markets, the preailig leel o ecoomic actiity is simply ot suciet to geerate eough

etry-leel, career-orieted jobs or youg people. I Egypt, more tha 1 millio youg people eter the

workorce eery year. I these circumstaces, employers ca egage i iestmets ad adaptie strategies

that will help improe the labor market eiromet or youg people.

Iest i Etrepreeurship Educatio i Schools, Colleges, ad vocatioal Istitutios.

Oe importat strategy or expadig the umber o aailable jobs is to expad the umber o job creators.

Promotio o etrepreeurship is a idispesable compoet o regioal ecoomic deelopmet. Promotio

o youth etrepreeurship i particular ca directly impact potetial youg busiess-starters themseles, while

spreadig positie employmet impacts amog their peers ad their commuities.

Accordig to data rom The World Baks Eterprise Sureys (http://www.eterprisesureys.org), small scale

etrepreeurs (519 employees) are the primary egies o job growth i deelopig coutries. I the 106

coutries studied, small busiesses, which represeted 55% o all busiesses, had a aual employmet

growth rate o 18.6%, compared to a rate o 8.1% or medium busiesses (2099 employees), ad -0.1% or

large busiesses (more tha 100 employees). (Iteratioal Fiace Corporatio,Assessing Private Sector

Contributions to Job Creation, 2012.) Small busiesses geerate sigicatly higher rates o employmet growth

tha larger busiesses i may key emergig ecoomies, icludig Idoesia, nigeria, South Arica, ad Mexico.

MapowerGroup is egaged i multiple projects to promote etrepreeurship educatio (See Box 12, o

page 19) ad to implemet eectie etrepreeurship programs (See Box 13, page 20).


21/24

Box 12

MAnPOWERGROUP AnD MICROSOFTBUILD YOUROWn BUSInESS CURRICULUM

MapowerGroup ad Microsot Corporatio are collaboratig to support youth employability ad etrepreeurshipglobally, with a iitial ocus o joit projects i the Middle East ad Arica.

MapowerGroup is participatig i the deelopmet ad deploymet o a sigicat ew etrepreeurship traiig

tool by Microsot, the Build Your Ow Busiess traiig course.

The program, deeloped i partership with the Iteratioal Youth Foudatio, is specically desiged or micro

ad small eterprises; aimed at potetial youg busiess-starters, it is a iteractie, DvD-based traiig course

that icludes a itroductory module o sel-assessmet to help studets target the skills they most eed to build.

Substatie traiig modules iclude market research, busiess plaig, marketig, accoutig, lie skills ad

goerace ad ethical busiess practices.

The traiig is aailable i multiple laguages ad is ree o charge to youth-supportig nGOs i order to ecourage

the creatio ad replicatio o etrepreeurship traiig projects.

For more inormation, see a description o the Microsot entrepreneurship curriculum and program by William S. Reese,

President and CEO o the International Youth Foundation: http://blogs.technet.com/b/microsot_on_the_issues_arica/

archive/2012/02/13/building-your-own-business-a-new-curriculum-helps-young-people-fnd-success.aspx

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Istructio i etrepreeurial skills oers a potetially trasormatie impact o the work ad career ocus o

youg people. Most obiously, it ca help etrepreeurial-mided youg people to start ad succeed i their

ow busiesses, cotributig to employmet solutios or the commuity as a whole. But ee those workers

ot destied to start their ow busiess will acquire a deeper uderstadig o what it takes to make a busiess

succeed. Youg people will hae more to oer i the workplace i etrepreeurial traiig ca proide them with

greater acial ad busiess literacy, a stroger ocus o the eeds o the eterprise, ad a uderstadig o

the eed or iitiatie ad creatie problem solig disciplied by teamwork ad cooperatio. Ad may idiiduals

who are ot ready to lauch their ow busiess right out o school may be ispired by this traiig to explore

etrepreeurship opportuities later i their career, based o additioal skills acquired o the job.


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SHAnGHAI nBSMapowerGroup has created a assessmet or

etrepreeurial skills ad aptitudes that is a key

compoet o the Shaghai goermets new

Busiess Starters program.

The Shaghai muicipality makes a substatial

iestmet i traiig, access to capital, ad tax

beets to promote busiess startups by ew

etrepreeurs. To maximize the retur o these

limited resources, the muicipality sought a reliable

way to idetiy which applicats had the most

promise as potetial etrepreeurs.

I respose, MapowerGroup deeloped its

New Business Starters assessmet. The nBSassessmet proles releat cogitie skills,

persoality traits, ad lie experieces to accurately

select idiiduals with the highest potetial to

succeed i the traiig ad i busiess, ad to

idetiy requiremets or remedial traiig. validatio

o the assessmet showed that high-scorers are

23 times more likely tha low scorers to succeed i

the program.

The success o the program i Shaghai led to its

replicatio i Tiajia. To date 45,990 cadidates

hae bee assessed i Shaghai, ad 22,660 i

Tiajia. I 2011 aloe, about 33,640 cadidates

were assessed i both cities, ad that olume o

actiity is expected to cotiue i the uture.

The assessmet is a lso beig cosidered or other

Chiese cities ad or icorporatio ito other

MapowerGroup youth etrepreeurship programs

aroud the globe, both to idetiy cadidates or

limited etrepreeurship traiig ad to diagoseremedial traiig eeds or etrepreeurial

cadidates.

For more inormation, go to http://www.

careerharmony.com/Resources01.html and

download the .pd or the Shanghai Municipal

Bureau o Labor and Social Security

Box 13


While busiess hard-skill requiremets are dierse

ad eolig, the promotio o key attitudes

associated with high-perormace i the workplace

proides a clear ad uiersal beet, both to

youg people themseles who will be more able to

cotribute o the job, ad to employers lookig or

stroger perormace by ew hires.

Employers ca ecourage the adoptio o

etrepreeurial curricula i schools, cosult o the

deelopmet o curricula, articulate the beets or

work-readiess, sere as istructors ad isitors

i etrepreeurship courses, ad icorporate this

cotet ito their ow i-house traiig.

Employers ca support youg etrepreeurs i a

ariety o ways. They ca commit to purchasig

goods ad serices rom smallad mediumsize

eterprises icludig youth-owed busiesses. They

ca proide metorig serices ad busiess adice

to youth-owed busiesses. Ad they ca edorse

etrepreeurial iitiaties by their ow employees

whe their career deelopmet makes them

ready to go out o their ow, proidig marketig

opportuities ad metorig support as appropriate.

Young people will have more

to oer in the workplace i

entrepreneurial training can

provide them with greater

fnancial and business literacy,

a stronger ocus on the needs

o the enterprise, and anunderstanding o the need or

initiative and creative problem

solving disciplined by teamwork

and cooperation.


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CoclusioThe ratioale or employer iitiaties to promote youth employability is simple: busiesses that ca

strategically source, maage, ad create eeded talet or the log-term will be able to seize emergig

ecoomic opportuities, while those that ail to address this challege will be outperormed by theircompetitors. Idiiduals who are gie access to learig opportuities ad who ca cultiate the right skills

will thrie i the labor market ad cotribute to employers.

Employers hae a direct iterest i makig iestmets that will improe youg peoples ability to succeed

i the World o Work. These iestmets ca take may orms, ragig rom oluteerig i schools by

idiidual executies to egagemet o the rm i traiig-to-employmet or work experiece programs.

MapowerGroup has idetied our key barriers to youth employability:

Lack o iormatio, etworks, ad coectios

Lack o releat employability skills

Lack o experiece credetials, ad

Lack o aailable etry-leel jobs with career potetial

We also idetied e groups o solutios that ca be adopted by employers:

Proide career guidace to youth ad participate i iormatio systems adprograms

Egage with traiig-to-employmet programs or youth

Egage with appreticeship ad experiece programs

Commit to hirig, traiig ad metorig youg people

Promote youth etrepreeurship ad etrepreeurship educatio

Ad we oered a umber o examples o these solutios i actio.

This Isight paper presets a rage o itegrated public-priate sector iitiaties ocused o improig the

employability skills o youth. I all world regios its clear that employers are eeded to lead iitiaties

that uleash youth potetial i the workplace. MapowerGroup urges all employers to step up ad make

a dierece.

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MapowerGroup

100 Mapower Place

Mi lwaukee, WI 53212

USA

www.mapowergroup.com

2012 MapowerGroup. Al l r ights resered.

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